Purpose Silencing behavior among project team members (PTM) poses a potential threat to project results. Hence, breaking silence in projects is critical to motivate team members and beneficial for project outcomes. The purpose of this paper is to examine the relationship between transformational leadership (TL) of project manager (PM) and silence behavior of PTMs. It proposes a mediating role of feeling trusted (FT) to fill this gap by conducting an empirical research. Design/methodology/approach A theoretical model was developed and a series of hypotheses were proposed based on existing literature. Then, regression analysis was conducted on a sample of 219 team members of a diverse set of projects in China. Findings The paper empirically shows that TL of PM is significantly negatively related to team members’ defensive and prosocial silence (PS), but not with their acquiescence silence. In addition, the study also discovered that team members’ FT mediates the effects of TL on team members’ defensive and PS. Research limitations/implications This study contributed to the project management literature by showing that feeling trusted link the relationship between TL of PM and PTMs’ silence. The studies’ findings also contribute to the silence theory in project context through discussions of the rationale behind the main effects. Practical implication is provided for PMs that making the most of TL can reduce the silence of PTM, through building trusted feelings. The limitation to this study is the research setting regarding culture-related issues that focused only on projects in China. Originality/value This research is one of the early studies that address the issue of silence behavior in project context, which is a contribution to the coordination and communication in project management.

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Abstract:With the balanced requirement of environmental, economic and social objectives in projects intensifying, the need for integrating sustainability with project management has drawn attention in both academia and practice. Especially for large complex construction engineering projects, how to achieve sustainability-related objectives in project practices has been endowed with an irreplaceable significance. This study explores the use of project planning practices for integrating sustainability into project management practices of construction engineering projects. Sustainable project planning, as the main instrument of sustainable project management, was put forward and measured to help project managers and practitioners understand what it is and how to carry it out in construction engineering projects. Qualitative methods based on content analysis of interview data of project managers from construction engineering projects, as well as quantitative method on account of exploratory and confirmatory factor analysis of statistical data, were used to define and assess the construct of sustainable project planning (SPP). Results indicate that SPP as a project planning practice combine the principles of sustainability should consist of three dimensions-managerial control, risk response, and work consensus-to guarantee sustainable construction and predict project success of construction engineering projects. This study shed light on academics and practices concerning the sustainable management of project planning activities and the achievement of sustainable-related objectives in construction engineering projects.

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<p>Inter-organizational networks are frequently used to execute large and megaprojects. This study develops a theoretical framework for the governance of these networks. Twenty-eight case studies, each representing a network for a project, were assessed using 124 interviews in ten countries. A three-layer governance model is derived from the analysis. At the lowest layer (network governance) is the individual network of organizations collaborating in a project. This layer is explained through Multi-level Governance Theory. The intermediate layer (governance of networks) addresses the steering of the different networks these organizations are part of, such as for training, certification, safety etc.. At the top layer (metagovernance) are the ground-rules, set by governments or other investors to regulate how the two other layers are allowed to set up their governance. The study’s resulting theory combines three so far separate levels of governance into an overall understanding of large inter-organizational networks for projects. It provides parameters for practitioners to optimize their networks for better project results.</p>

Prostaglandins are among the most signi cant natural isolates owing to their broad range of bioactivities and unique structures. However, the current synthesis of prostaglandins still suffers from low yields and lengthy steps. Here, We reported a practicability-oriented synthetic strategy for the enantioselective and divergent synthesis of PGs. In this approach, the multiply substituted ve-membered rings in prostaglandins were constructed via the key Zhang enyne cycloisomerization with excellent selectivity (> 20:1 dr, 98% ee). The crucial chiral center on the scaffold of prostaglandins was installed using the asymmetric hydrogenation method (up to 98% yield and 98% ee). From our versatile common intermediates, a series of PGs and related drugs could be produced in two steps, and uprostenol could be prepared on a 20-gram scale. Main TextProstaglandins (PGs) are widely regarded as among the most signi cant natural isolates ever discovered owing to their broad range of bioactivities 1,2,3,4 and unique structures. To date, more than 20 prostaglandin analogues have been marketed worldwide 5 . The development of e cient methods to synthesize PGs has been a goal of synthetic chemists for almost 50 years 5,6 . However, the current synthesis of PGs still suffers from low yields and lengthy steps, and a concise and scalable synthetic route for a more e cient and green production of PGs and related drugs is still highly desirable. Herein, we report a practicability-oriented synthetic strategy for the enantioselective and divergent synthesis of PGs. In this work, multiply substituted ve-membered rings in PGs were constructed e ciently via the key Zhang enyne cycloisomerization 7 with excellent selectivity (> 20:1 dr, 98% ee). In addition, the crucial chiral center on the scaffold of PGs was e ciently installed using the asymmetric hydrogenation method developed in our group (up to 98% yield and 98% ee) 8 . From our newly-proposed common intermediate, a series of PGs and related drugs could be produced in only two steps. Additionally, uprostenol could be prepared on a 20-gram scale from readily available starting materials. Our new strategy for the synthesis of PGs will not only promote rapid access to the entire family of PGs but also serve as a versatile platform for synthesizing molecules containing highly functionalized ve-membered rings.Prostaglandins (PGs) were rst discovered in the 1930s by von Euler 9 , and their structures were identi ed in the 1960s by Bergström et al. 10,11,12 . PGs are a family of hormones that play a signi cant role in a wide range of essentially biological processes and pathogeneses 1,2,3,4,13 . The most complex prostaglandin, PGF 2α (Fig. 1; 1), features a core cyclopentane bearing four contiguous stereocentres and two aliphatic side chains (Fig. 1a). Owing to their unique structures and broad spectra of biological activities, PGs have drawn extensive interest in basic research and have become popular targets for organic chemists since the 1970s 5,6 . Following with Corey's pioneering synthesi...

The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects indicate that collective mindfulness influences organizational resilience processes through the mechanisms of awareness allocation, emotional detachment, and attention alignment. The study's theoretical and practical implications are discussed.